1. Interface RAISE
THE ENDLESS POSSIBILITIES
www.interfaceraise.com
OF A SUSTAINABLE BUSINESS
MISSION ZERO™–
THE POWER OF
A CHALLENGING
VISION
The Endless Possibilities series
Version 30 March 2010 – Ramon Arratia

2. 02 Interface RAISE Mission Zero
“I have the mental image of a mountain to climb – a mountain that is
taller than Everest, and infinitely more difficult to scale. The name of
the mountain is sustainability. We are only on the lowest slopes of this
mountain, but we know the way to the top.”
When Interface CEO Ray Anderson addressed the company task
force in 1994, they expected him to talk about compliance, review
legal requirements, and discuss what the company needed to do to
manage risk.
Instead, he stunned them by setting out his vision to make Interface
“the first name in industrial ecology.” As this thinking matured, the
vision grew into Mission Zero™ – to eliminate all negative impacts
Interface has on the environment by 2020.
At the time, many people within and outside the company thought his
idea was crazy, if not impossible. And yet 15 years down the line, the
company is a recognised pioneer and leader in the sustainability field.
How did Ray Anderson convince his people that making
sustainability a key part of the company strategy was the smart
thing to do?
How did he inspire employees to come up with innovative solutions
to sustainability challenges?
How has Interface maintained momentum and commitment to
achieve this vision?

3. Mission Zero Interface RAISE 03
THE CHALLENGE
How does a company take on a challenging new mission
convincingly? Not all company visions will be as radical as
Interface’s Mission Zero™ (see box), but here are just a few
of the challenges that companies face when launching a new
sustainability strategy:
• How does sustainable development fit with the • How should it introduce the strategy to employees?
core mission of a company?
• How can it ensure that its employees buy into and
• What should be the focus of a company’s execute its strategy?
sustainability strategy?
• How does the company persuade its customers that
• How can the company ensure its sustainability sustainability is an advantage?
objectives are challenging enough to bring about real
change, yet still achievable?
• How can company leaders make the business case for
sustainability and persuade the Board that it should be
a key company objective?

4. 04 Interface RAISE Mission Zero
THE CONVENTIONAL
APPROACH
Many sustainability strategies:
• Are not relevant to the company’s core business • Are not challenging enough, e.g. based on short-term
goals that are easy to achieve with existing technology
• Fail to make a business case
• Don’t focus on the most significant impacts in the
• Seek short-term easy wins, failing to look at product life cycle, e.g. targeting emissions reductions
the bigger picture from factories when most of the product’s carbon
footprint is from its use once it has left the factory
• Are not consistently communicated or executed
• Don’t account for business growth when setting overall
• Force employees to make a choice between
reduction targets (targeting normalised not absolute
sustainability and broader corporate goals,
reductions), e.g. achieving the goal to reduce emissions
without allowing them to pursue both together
by 10% per unit produced at the same time as overall
emissions have doubled from business growth
A sustainability strategy, however well intentioned, is
unlikely to succeed if it has not been carefully thought • Are not consistently committed to over time, e.g. one
out and linked to the company’s core business. Some CEO champions sustainability, the next dismisses it
of these examples may sound familiar. Sustainability
• Are not communicated clearly to employees, who are
strategies often fail because they:
therefore not engaged in achieving the strategy
• Are not consistently applied across the company’s
• Are over sold to the customer, making them suspicious
activities, e.g. the sustainability strategy is being
of the company’s ‘green’ or sustainability credentials
communicated by the CEO, but the public affairs
department is lobbying against a key element of it • Are not connected to the core business, e.g. focusing
on philanthropy rather than addressing the impacts the
• Focus on efficiency improvements rather than
company’s operations have on a local community
transformation through disruptive innovations

5. Mission Zero Interface RAISE 05
INTERFACE’S
EXPERIENCE
In 1994 Ray Anderson, Interface founder and then CEO, set out
a powerful vision that challenged and inspired our employees to
achieve great results. His recommendation is to: “Hold up a vision
that’s so outrageous it takes your breath away. That’s how you
unleash the creativity of an organisation.”
He did exactly that with Mission Zero™, his vision for Interface.
As we work to implement Mission Zero™, we have discovered
a number of strengths which we think have contributed to the
traction it has gained in the company.

6. GET GROWING WITH
SUSTAINABILITY
Sustainability is more than an environmental
philosophy. It’s a platform to drive growth, build value and
stay ahead of competition.
Embracing sustainability opens up energising
possibilities for your organisation. You’ll gain fresh
insights into streamlining processes for greater efficiency,
re-tooling products so they are most cost-effective and
employee strategies that build on what is best for your
operations, culture and mission. In short, sustainability
makes great organisations even greater.

7. Mission Zero Interface RAISE 07
SIX THINGS WE
HAVE LEARNED
ABOUT THE POWER
OF MISSION ZERO™:
1. Set an outrageously ambitious goal to inspire real change
The magnitude of Interface’s sustainability vision is process to a new product to contacting a customer.
its unique strength. When it was announced in 1994, Rather than setting a limited target that can be achieved
the vision was so radical that people embraced it and only by refining existing technologies or making current
indulged the idea because the date for achieving the goal processes more efficient, Mission Zero™ demands
was 25 years away. real innovation. If we can’t achieve our goal using the
technology we have available to us, we are continually
The Interface vision to have zero negative impact is challenged to come up with new ways of doing things.
extremely demanding, and some people say it was naïve This challenge has given us ground-breaking innovations
to think it achievable. But it has inspired fundamental such us:
changes in the way people work at Interface because
it is so challenging – whatever you do, you can always • An adhesive-free way of installing carpet that
do a better and push a little further towards the goal. reduces environmental impacts by 90%
Employees are continually striving to come up with
innovative processes that contribute to achieving the • A new type of product, FlatWorks, that uses
long-term vision, rather than making small adjustments to up to 50% less yarn
existing processes to meet less demanding targets.
• A process that recycles nylon yarn
At Interface we use this phrase ‘there has to be a better (even though the inventors of nylon claimed
way’. It applies to everything from a new manufacturing it was impossible to recycle)
2. A CEO with credibility and passion to lead on sustainability
Visible leadership and commitment from the highest level only three or four years. This makes it less credible for
of the company have played a vital part in demonstrating them to set goals convincingly for a quarter of a century in
that Interface is serious about sustainability. Many CEOs the future as Ray did.
try to lead a genuine change towards sustainability, but
not all of them have the legitimacy or credibility to do it Ray combines this credibility with a genuine passion for
successfully. sustainability. Ray has relentlessly engaged employees on
the subject at every opportunity, not just at sustainability-
Legitimacy and credibility can be established in different focused events, but during regular plant and sales
ways. For example, Ray was the founder of the company meetings. He truly believes he must convince people
and himself a major shareholder. People had faith in him ‘one mind at a time’.
because he not only had a vested interest to do the best
thing for the company but because Interface was ‘his
baby’. Second, Ray was in it for the long-term, whereas
many CEOs in publicly held companies are in the role for

8. 08 Interface RAISE Mission Zero
3. Address the elephant in the room
Interface’s sustainability strategy gained credibility because • Our customers were sending old carpet to landfill, a
it addresses our material issues, even the biggest process that Interface had little control of; we said
challenges that aren’t easy to solve. Mission Zero™ is we would ‘close the loop’, ‘engage stakeholders’ and
split into seven key areas (or ‘fronts’), each addressing ‘redesign commerce’
a key sustainability challenge (see box). Rather than
avoiding problem areas, our strategy focuses on finding These are not easy to overcome, but we have already
solutions to some of our biggest sustainability challenges, made significant progress (see Mission Zero™ box)
such as: by changing core elements of our business: in our
products, our services, our manufacturing and distribution
• Our two main raw materials (yarn and bitumen) were processes. We believe our challenging goals have helped
both derived from oil, making their carbon footprint too push us to find solutions.
high; we said we would ‘cut the umbilical cord to oil’
• Our products contained potentially harmful chemicals
for which there were no alternatives at that time; we
said we would only have benign emissions (no toxic
emissions from our products or our factories)
4. Let the business case speak for itself, right from the start
For Interface’s strategy to succeed, we made sure our transformative disruptions. Ecosense allows different
people could clearly see that sustainability could benefit factories to benchmark, establish goals, track and report
the business, not cost more. At Interface, we began to the progress. Since its inception, the programme has
see the results of our commitment very quickly. As we continuously evolved with new opportunities and new
worked towards Mission Zero™ costs were going down not
, metrics as we have come to understand what it truly
up. This dispelled a myth and exposed the false choice takes to become a sustainable company, and as we have
between the environment and the economy. It also helped become better at measuring our progress.
to convince employees who were initially wary about
whether sustainability could deliver value for the business. But the business case is not just about cutting costs.
Making the business case speak for itself right from When we began our journey in the mid-1990s,
the start is essential to give the sustainability strategy sustainability was a relatively unknown concept. Since
credibility among potential cynics. then, the market has changed. Sustainability and climate
change are hot topics. Many companies or organisations
A wide range of initiatives across the company are helping want to show they are reducing their own environmental
to reduce waste and energy use, cutting costs at the impacts. Our customers increasingly want to buy more
same time. For example, our global QUEST programme, sustainable products for example with high recycled
which encourages employees to identify and reduce content and a low carbon footprint. They want their
waste across the business, has saved over $405 million buildings to meet sustainability standards like LEED or
globally since 1995. And in Europe, shifting to lower- BREEAM, and they ask us to help. For some of our key
carbon modes of transport is cutting our delivery costs by customers, sustainability is the number one criteria. To
an estimated €140,000 a year. become the sole carpet supplier for government buildings
in one country, for example, 60% of the points were
If QUEST focuses on incremental improvement (using, for awarded based on sustainability criteria.
example, Six Sigma, waste management programmes
and focusing on lean manufacturing), our Ecosense
programme was about targets step change and

9. Mission Zero Interface RAISE 09
5. Make Mission Zero™ personal, one mind at a time
At Interface, we target our communications and highlight
different aspects of the Mission Zero™ challenge to
ensure sustainability messages resonate with each of our
employees in their particular role. We encourage dialogue
with employees on sustainability issues, rather than
depending on one-way communications, and encourage
them to make suggestions. This helps motivate our
people to be creative and come up with solutions to
sustainability challenges, and they are rewarded for their
efforts. Embedding the company sustainability strategy at
all employee levels is the subject of another article from
this series.
6. Use sustainability as a source of innovation
New technology and designs that help the business
expand into new territories and product categories – and
create a competitive edge in existing ones – demonstrate
the value of sustainability as a source of innovation. By
putting sustainability at the centre of everything we do, our
vision has helped us come up with some ground-breaking
innovations. Sustainable innovation is the subject of
another article from this series.
OUR TOP TIPS
• Set ambitious targets that inspire people • Create a culture of ‘there is a better way’
• Have the courage to face up to tough challenges, • Lead from the top with visible and sustained
don’t just tell the positive stories commitment from senior executives
• Link the sustainability strategy to the business case • Inform, engage and motivate employees to put
the strategy into action
• Acknowledge the need to fundamentally redesign
core products and processes for truly sustainable • Use the ambitious sustainability strategy to achieve
transformation competitive advantage through innovation not just PR

10. 10 Interface RAISE Mission Zero
INTERFACE &
MISSION ZERO™
Interface is a worldwide leader in the manufacture of modular commercial flooring,
producing the industry’s largest and most diverse range of carpet tiles.
Interface founder and Chairman Ray Anderson pioneered corporate sustainability in
1994 by recognising that the way industry works is fundamentally unsustainable and
had to change. It needed to stop having a destructive effect on the natural and social
environment, and, instead, work to restore it. • Encourage a dialogue with employees on sustainability
issues and be open to their ideas.
Ray’s epiphany revolutionised Interface’s business strategy from that day forward. It later
transformed into Mission Zero™: our goal to eliminate any negative impact wesolutions tothe
• Use their creativity to come up with have on
environment by 2020. We’ve come a long way since then, but there’s still a long way to go.
sustainability challenges.
We liken the challenge of achieving Mission Zero™ to climbing a mountainand what than
• Be clear about company goals higher needs
Everest. With this in mind, we have set out our path to scale achieve them.
to be done to ‘Mount Sustainability’ on
seven ambitious fronts.
• Target communications so sustainability resonates
with each employee in their particular role.
The Seven Fronts: our goals and progress (at the end of 2009)
We have found the most effective way to embed
1. Eliminating waste – Eliminating all forms of waste in everyone mind at a time.
sustainability is
area of business.
Since 1996 there has been a 80% normalised reduction in waste sent to landfill.
2. Benign emissions – Eliminating toxic substances from products, vehicles and
emissions. We have cut actual greenhouse gas emissions by 44% since 1996.
3. Renewable energy – Reducing our energy demands while substituting non-renewable
sources with renewable ones like solar, wind and landfill gas. In Europe, all
factories use 100% renewable electricity and 30% of our global energy comes
from renewable sources.
4. Closing the loop – Redesigning processes and products so that all resources used
can be recovered and reused, closing the technical or natural loop. 36% of total raw
materials are recycled or bio-based materials.
5. Resource-efficient transportation – Transporting people and products efficiently
to reduce waste and emissions. 99.7% of the products sold in Europe were
manufactured in Europe.
6. Sensitising stakeholders – Creating a community within and around Interface
that understands the functioning of natural systems and our impact on them.
7. Redesign commerce – Redesigning commerce to focus on the delivery of value
instead of material.

11. Interface RAISE
THE ENDLESS POSSIBILITIES
Mission Zero Interface RAISE 11
OF A SUSTAINABLE BUSINESS
EXPERIENCE
IT YOURSELF
Corporate clients, sustainability professionals and academic institutions
visit our factories every year to experience the Interface culture of
sustainability for themselves. Talking directly to our people and seeing
our vision in action demonstrates how deeply embedded Mission Zero™
is in the company.
That’s why we set up InterfaceRAISE, a consulting service that helps
organisations weave sustainability into the fabric of everything they do,
accelerating their learning, while enhancing their value and fulfilling
their mission. We run two-day in-house executive training workshops –
called ‘Cultural Immersion Programmes’ – at our factories. We also
collaborate with universities and business schools to enable their students
to participate through external presentations or in-house training.
With over 15 years of experience in applying sustainability in
competitive markets, our international peer-to-peer consulting service
offers a powerful sets of tools, insights and experts to deliver practical
guidance at every stage of the sustainability journey. It’s a new way
for an organisation to plan, manage and excel; raising aspirations
while respecting the needs of society and the environment. With
InterfaceRAISE, the possibilities are endless and the benefits real.
www.interfaceraise.com

12. WE KNOW THE TERRITORY
When entering into new territory, it’s good to have an experienced guide. With
more than 15 years of experience putting sustainability theory into practice
we’ve been there and got the t-shirt when it comes to sustainability. The
sustainability journey never ends, and our world-class experts can help you
pick up the right path for the organisation. Together we can avoid common
pitfalls, identify a smart course to improve your bottom line and get your
organisation exactly where you want it to go.